Um, and it's out of our control, right? Because we know the risks you slowed down. So what I've realized is that the best bottom up leaders will never do that. Nadiem: Yeah, I get it. Kevin: Yeah, it's the how, right? You're a new father and you have two daughters. Gojek, a local company that has been operating since 2011, has an average of 200 new drivers per month. And I think, you know, we're only kind of in that first layer, but you know, I really do hope that, you know, as a company that we can, you know, go to the next layer, the next layer and then we'll see what that means. But the reason why we believe in them is because for the parts of the units of the organization that we did apply these principles. So let's not talk about how to mitigate the risk, but what's the payoff at the end? For instance, in India, women are legally entitled to six months paid maternity leave. It's very hard. Crosses 190 million app downloads. Here's how organizational culture might have been handled in the past: The CEO commissions the Human Resources department to produce an effective company culture. Um, let's, let's ignore all of these. "Organizational culture defines a jointly shared description of an organization from within." Bruce Perron Culture is a process of "sense-making" in organizations. We told them to first tell us the first part of their presentation is tell us what you're sacrificing. Right. Oh. Jun 6, 2022. We do our utmost to get this right. Trust A great way to understand an organization is to ask, "Why should someone work there?" For me, it's the people. Right. Nadiem: How many times have you heard either a consultant or someone say, oh, we're breaking down silos? It was, you never really kind of, you felt often times like you weren't listened to, right. And I think it is the link between ownership and your team's agility and resilience to unknown problems. So you could see immediately when you had to share targets together and you have to share budget together, powerful stuff happens. Thats one of the fastest in the world. And those can also be sources of insight as to maybe these are other things that we should consider focusing on maybe during the next quarter or the next half these are when like, uh, these are when problems, that we didn't realize were problems, suddenly surface, right? Right. Here are the forms by which you have to meet up and then let the magic happen there with facilitation. Every piece of code we ship and our efforts to make sure our customers have a better experience. And here are some common mistakes that I've seen. GOJEK'S ORGANIZATIONAL PRINCIPALS Banyak startup yang focus pada short term matriks seperti revenue, valuasi ataupun growth. * Kevin: I agree. And what's really interesting about it is that all these hows have no short term payoffs. But without that process, we wouldn't have known. And during those days in McKinsey, I believe that everything was about perfect alignment. Series F funding from Google, Tencent, JD.com and Mitsubishi. For us at And that when things don't, when things don't go wrong sorry when things don't go right or when things go wrong, you don't blame other people, right? Gojek is founded on the principle of leveraging technology to remove life's daily . This page was last edited on 17 February 2023, at 02:26. It's not a, it's not just a value like a core value. A Trusted Advisor. Nadiem: Yeah. Mario Gabriele. Yup. And so, you know, when you go back, uh, but when you actually go back and think about like, you know, how are you achieving those, um, oftentimes, you know, you realize that, you know, these things are exactly as you mentioned, are actually, I guess you can say lagging indicators. Strong Communication and teamwork trans-sectored is wanted in the Corporate Culture at Google. I mean and that's what doesn't create that long term success factor because then some of the best people under that person will just go, it will just leave or they will burn out or they become demotivated. The best bottom up leaders were like, hold on, let me talk to my team first. But I recently, I think over maybe over the past year, I've recently been totally hooked on YouTube. Uh, but then at the time our structure was not appropriate for, you know, those types of. So when I go and say, Hey, can you do this? This meta-analysis, which comprises 43 studies with a combined sample size of 6341 organizations, reveals that Quinn and Rohrbaugh's Competing Values Framework provides a meaningful structure for the ideational aspects of organizational culture. Sometimes this is dangerous, but you know what you're good at. Um, and I think when you kind of, we grew so quickly and all these people came on and like, we had to have more organizational structure and more layers. Because they're closer to the problems. And I think out of, at least for, you know, all the companies that I admire. Right. Nadiem: And so the, the role of leadership there, and I think that there's a point to be made about when you're talking about building bridges and breaking walls, forcing that from a top down approach also is not very effective. And this is infused in how we run meetings and cadences. Ada 5 perusahaan yang dirangkum ACT Consulting yang termasuk dalam kategori memiliki budaya kerja yang menarik dan sehat. Among Indonesias Top 10 Powerful Brands at Brand Asia awards. Right. I'll set up elsewhere and the inverse part is to create an incentive or at least a cultural incentive to help out other teams, so breaking down silos, there's a payoff to it, right? Disney' Organizational Structure Walt Disney Company has five segments in businesses- media, entertainment, parks and resorts, consumer products, and media network. Great place to work, but issues with bad HR policies, frequent layoffs, and slow pace of execution. Right? It's about really encouraging bottom up innovation, which is about innovation. Listed Fortunes favorite again! Indonesian technology company. 2. Even even current employees of tech companies, etc, thinking about these long term organizational investments, they're just like savings. Nadiem: And all these hows. Uh, you know, people. Kevin: Yeah. Kevin: Yeah, yeah. So there is a massive risk in encouraging bottom up innovation if disparate teams are not communicating and talking to each other and aligning what to do in that bottom up innovation. So if what you're saying, what you're sacrificing is not painful, then I think that there's something wrong there that you should reassess again. Right. This isnt to say that we dont disagree like any group of passionate, opinionated people, we disagree often. And, and because you also understand the decision making that goes into, into that, um, you are also much better at problem solving, right? You don't say, oh, that's not my problem. Nadiem: Like they want to be the best at recommendations. Winner, UN Women 2020 Asia Pacific Women Empowerment Principles awards. I think there's also oftentimes that question from, from a lot of folks who then, you know, or might be resistant towards this idea, it inherently kind of challenges, um, maybe, you know, traditional notions of what somebody in a leadership position should be doing. You understand the key results that you were trying to achieve. Primary Focus: Mentorship and teamwork. Right? I'm going to check it out first. We grew 900x in 18 months and still rapidly doubling. Fantastic for short term but disastrous for long term. That's, I think the first thing. GOJEK achieves robust growth and expands at scale and speed across Southeast Asia with a data-powered business strategy. This ownership gives everyone responsibility to put their best and gives meaning to daily work. It's like the favorite catch word. Kevin: Yeah. When people feel comfortable in a space, when they . Um, so it's very easy to kind of look at, I'll look at these valuation numbers, look up the money raised, uh, look at, you know, revenue or users or are all of these numbers which are important. Right. Right. We're all about that. Kevin: Yeah. Instead of creating flexibility within each of the teams to determine how they want to decide and which ones they want to decide to contribute instead of just getting cascaded like a mathematical formula. Nadiem: Yeah. Um, and I think that that's why it's not just a, Oh, like that stuff isn't important. Innovation Solve problems at scale. It's about being the best at what truly matters, which is about a focus. Should we go one by one and talk about it? Just a little sad because, because it's like I used to deliver good results, but when realizing at a certain scale when a leader realizes, you just can't, you cannot compete with the collective creativity of your teams. If you're the best at everything, you're the best at nothing. As our Group CTO, Ajey, says in his post on our engineering principles, every decision is the right one at the time its made. They're very hard at realizing value up early. And the leader immediately says, yeah, yeah, yeah, we can do that. Right? Dayu Dara, co-Founder Gojek, mengatakan bahwa perusahaan gojek bertumpu pada tiga pilar yang menjadi guiding principal gojek. Share. We've run out of time, but you know, we could go on for hours about. Perusahaan teknologi yang sudah sangat dikenal ini percaya bahwa bekerja secara produktif dan serius tidak harus mengenakan jas rapi. And what we did in 2019 is that we reduced it to seven basically. It's just a different way of seeing that red flag. But I do think that, you know, there comes a point where a little bit more, a deliberation and thoughtfulness is required. Gojek | 832.890 pengikut di LinkedIn. I think a lot of people are or a lot of listeners are wondering like is it really worth it? Kevin: Yeah. We dont claim to know what it takes to build a culture that can scale. I experienced that not only throughout my childhood and I got into trouble in high school a few times by being too argumentative with some of my ideas to my teachers, but I feel like, in the beginning stages of my professional life, I was also so many ideas came to my mind that everyone just kind of dismissed because I had no track record or anything like that. So for, you know, if you kind of went through that whole thing you know, that this is, this is your idea, this is your baby. Involving our people is the biggest asset for us, which helps us nurture the learning culture within the company. What is it that you are not, what is it again that you should be sacrificing even more, so. So that very act of just delaying. But you know, I think if you asked like, oh, we should foster an environment where everyone in the team contributes, right? How well and how quickly can I do it? Semakin baik organizational culture yang dimiliki oleh perusahaan, maka kian mudah pula meraih kesuksesan. While Indonesia's digital economy is predicted to rise to $124 billion by 2025, according to a 2020 research by Google, Temasek Holdings, and Bain & Company, the country's 18,000 islands are spread across a region larger . Di antaranya : 1. And the third theme is about building bridges and breaking walls within the organization, which is about alignment and communication. According to MomentumWorks, this is the structure of the board of directors: Founders CEO and founder Nadiem Makarim who holds 58,416 shares, accounting for 4.81% of the total shares. Contact Email info@go-jek.com. Kevin: I think it requires actually, strangely enough, it does require a certain level of, you know, dispassionate, dispassionate-ness? In 2018 we had like a, I dunno, something like 25 key results for the company that we want to the whole company to achieve. And so, you know, the ownership is also it's not just about kind of like being, you know, the first on the ground if you know there are issues. That's a bottom up leader. "We had teams in DC, but no . For me it's when they're trying to raise something to me, right? I mean, we, we, I mean the last, what, four years, uh, we just kind of held on, right? It's gonna be what where we are going to do or be our best at. Right. Hmm. And we're going to mention, uh, I think we're going to go deep into three things, which are some of our strategic themes for this year. Like leaders need to reframe their mind. But, um, when you just kind of see that that is the, that as the ultimate objective, the be all end all, um, it becomes easy then, you know, when you're building a company to just optimize for those things and what are the things that get you those things immediately? If you just focus on output numbers, then at a certain point, those output numbers like revenues, sustainability, all of this other stuff might go down over time if you're not investing in the long term leading indicators of health in an organization. Right. A lot of painful activities that don't deliver fruits that are obvious are more painful than beneficial in the short run. Move Engineering, Merchant EcoSys. I just got a hint of how it's taking a step back and managing this process between very talented people could produce better results and a little part of musical sad. Share this post. Integrates Indonesia, Singapore, Thailand and Vietnam apps into one, under Gojek. You could still be somebody who's driving, you know, something, uh, executing an idea as an individual contributor that you know, is also given a lot of leeway to, to kind of, you know, have ambitious goals. PT Gojek Indonesia (stylized in all lower case and stylized j as goek, formerly styled as GO-JEK) is an Indonesian on-demand multi-service platform and digital payment technology group based in Jakarta.Gojek was first established in Indonesia in 2009 as a call center to connect consumers to courier delivery and two-wheeled ride-hailing services. It is possible to create organizational structures that are tailored to the needs of specific businesses and industries based on functions, markets, products, geographies, or processes. We all do our bit to make sure it's transparent and open to innovation. But what do you think is then the ideal leader? Uh, I think, uh, it's easy to think that you're doing things the right way when the what is, you know, all you care about, right? So this is one of the most fascinating discoveries that I had is that actually cascading KPIs. Nadiem: Yeah. Kevin: Right. Uh, what is obviously the, that, that, that ownership. And some people were more courageous in this than others, but I thought that was a very powerful moment where let's not talk about what we're going to do. Either way, it makes engagement and collaboration difficult, because nobody empathises with an ideal. Nadiem: But it requires a huge amount of faith that it will pay off. I think also a lot of, one of the reasons why this is one is challenging is because a lot of times people, people, leaders, then might feel insecure, right? And then we come to the third kind of strategic theme, which is be the best at what matters. But, but I think in reality you have to push yourself up to the point where every single one of the, no decisions are hard, right? We've had a different forums, different forums about, you know, you've constantly been, I think you've been doing it rightfully reminding me to not spread ourselves way too thin, but really determine what truly matters and refocus and redeploy resources on that. I think, um, I think what we've seen, are there's a different flavors of it. They just had a way or a means to communicate through bottom up. We all do our bit to make sure its transparent and open to innovation. Series A funding flows in. Like if you have somebody who reports to you who is always doing well, who comes up with great ideas all the time, the natural inclination is like, for you to say, oh, this person's great. Nadiem: I just got it done. Bringing them together, bringing out the best in them, and enriching your company culture in the process. Things like an organization's expectations, vision, philosophy, image, interactions within the office and outside of the office also define what the organization . GO FIGURE is a podcast dedicated to expose the inner workings of ambitious tech companies in the emerging world. Nadiem: Yeah. For any roles in Engineering, Design or Product Management, visit http://www.gojek.io/careers. . After about a year or even more than a year, then we see unreplicable payoff, right. We know you've seen our office in Jakarta, but you haven't seen our office in Bangalore, right? Right. And then feeling that loss of control by just having things happen to them instead of them driving the change that they want to see in their work, is fundamentally different experience of working because then you're, you're really owning it, right. You want to be the best that what truly matters must be passion agnostic. OKRs are Objectives, Key Results. I feel exactly the same. Because it's easy to say, oh, those things don't matter and it's easy. It was just very dynamic. We currently operate HQ offices in both Jakarta and Hangzhou, China. Google. Yeah. Kevin: Yup. That's a really simple but very difficult thing to achieve. Spreads wings across Vietnam and Thailand. Kevin: Yup. But for either reason, it just keeps guessing what I want to do next. Like I know that right now, for example, I think me personally, I have probably, I don't know, like 10 to 12, like pretty major things that I am either directly or indirectly responsible for like in a pretty intensive way, right? Um, maybe I've, I've given some positive feedback like, Oh man, this guy has just been crushing it. Massive moats. That's a short term. 1. Review the different organizational structures most commonly used. But that enabled this OKR setting process to be much more bottom up. And they adopted that policy around all of our markets. And I think more importantly, why did you think that this was, this is something that is actually different than just kind of just saying like, hey guys, collaborating. A space, when they 're trying to achieve were like,,! 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